Trainer Who Does Not Use Powerpoint

- Trained/coached over 10,000 people across 14 nationalities- Conducted Trainings in Dubai, South Africa & India

Highly Recommended

- Watch Video testimonials- More than 2000 skill endorsements on linkedin Read More

Interviewed by Times Of India

- Interview published on Front Page in Times of India - Pune Times dated 18-Oct-2013- India's most widely read English newspaper with an average issue readership of 76.5 lakh (7.65 million) !! Read More

Interviewed by Mid-Day in Sep-2013

- Interview published in Mid-Day dated 27-Sep-2013- The most popular daily for the Young Urban Mobile Professionals across India Read More

Interviewed for 2nd time by Mid-Day in Jul-2014

- 2nd Interview published in Mid-Day dated 10-Jul-2014- The most popular daily for the Young Urban Mobile Professionals across India Read More

Interviewed by MJ Shubhra of Radio One 94.3 FM in Nov-2013

- Interview aired on Raio One 94.3 FM on 27-Nov-2013- The most popular FM radio station across India Read More

Sample Client List

1st ICF + NLP Dual Certification In One Training

- 1st NLP Training in India to be approved by ICF- Option of Distance Learning available through partnership- (disclaimers apply) Read More

Practical NLP that you can use in the Boardroom

- Probably the only NLP trainer in India who focuses on NLP that you can use- Does not focus on Therapy or Classroom Only type of learning Read More

Emotional Fitness Gym

- A unique model blending the fields of Neuroscience, Emotional Intelligence, NLP into a Fitness model Read More

›‹

1

2

3

4

5

6

7

8

9

10

11

12

Talent Retention Challenge - What went wrong when your star new hire went back to previous organization?

User Rating: 0 / 5

Please Rate

If you have been involved in hiring an employee for a critical position, either as HR or as the hiring manager, you might have faced this situation - 1) you find a star performer who fits the role perfectly, 2) you go all out & ensure that this person is hired & joins your organization3) this person joins and gets to a great start4) and before you know it, this person quits & goes back to where she/he came from : the previous employer !!

What a waste of time, energy, effort & money and the cost of lost opportunities due to delay in filling up the position.

So what went wrong?

Is it the candidate's fault - wasted your time by joining you when all she/he wanted to return to where she/he came from?

Is it the HR's fault - not sufficient due diligence checks done during hiring process?

Is it the hiring manager/supervisors fault for not making this employee feel welcome?

Finding faults & laying the blame down does not solve the wasted opportunity.

I had the occassion of coaching one such executive quit a fantastic job that offered him a lot of money, a great role & tremendous growth opportunity. What's interesting is not just that he went back to his previous employer, he went back to the same old role & even took a pay cut from what he was drawing previously with the old employer.

Strange? Even stranger than that is that he carried a lot of negative perceptions about the company he had joined briefly which was affecting his performance even in the role where previously he had been a Super Performer.

To sum up what came out during the coaching sessions & from feedback collected from the hiring organization

Employees' view - "I was setup for failure. This is what the new organization did. This is what all organizations do. {and hence this is what my current organization will also do}"

Employers' view - "He was provided an opportunity to perform at a higher level so that he could learn & grow. He did not meet the bar in a particular transaction. He was given feedback to learn from this transaction."

Isn't it surprising how the very same situation has got two completely different perspectives & each perspective carries a set of possibile consquences.

Which perspective is the correct one? This question can never be answered because we are not dealing with facts - we are dealing with perspectives.

So if you cannot answer the above question, then how would you breakthrough this sitution & have something concrete to work with?

Here are a few suggestions which could have created more possibilities in the situation described above:a) New hires joing an organization need to be oriented to the environment of your organization.

This goes beyond "induction programs". This orientation must include an understanding about the culture of the organization & the organizational dynamics. It must include an open & transparent communication of the expectations being set & the modus operandi, the operational style that is expected & followed in the organization.

b) The role of an active mentor who can provide on-going management oversight & support.

c) If the performance bar is being kept higher than the assessed competence of the employee - then discuss the same & set up a more detailed managerial oversight process. Ensure that the first time this bar is raised - the opportunities for mistakes & failures are minimized.

d) Active & on-going coaching of this employee to see her/him through the transition.

At 5th Element, I & my team offer Leadership Capital Development solutions comprising of a 5 pronged approach to acquire, develop & retain your high performing leaders. Send me an email to receive a free information deck on how my team can help your organization - This email address is being protected from spambots. You need JavaScript enabled to view it..